Blue Ocean Strategy: Value Innovation & Campus Ministry Growth.

Blue Ocean Strategy:Blue Ocean Strategy:Value Innovation & Campus Ministry Value Innovation & Campus Ministry

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Blue Ocean Strategy:Blue Ocean Strategy:Value Innovation & Campus Ministry Value Innovation & Campus Ministry

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Red Ocean: A set of conditions established due to Red Ocean: A set of conditions established due to a limited market, increasing competition, and set a limited market, increasing competition, and set industry standards.industry standards.Blue Ocean: A set of conditions created or Blue Ocean: A set of conditions created or discovered where there is no competition because discovered where there is no competition because you are providing value innovation and attracting you are providing value innovation and attracting non-customers (e.g. non-members of our groups non-customers (e.g. non-members of our groups and/or other groups on and off campus)and/or other groups on and off campus)Value Innovation: The driving force behind Value Innovation: The driving force behind establishing and maintaining Blue Oceans whereby establishing and maintaining Blue Oceans whereby a product or service provides uncontested value in a product or service provides uncontested value in the minds of customers and non-customers (e.g. the minds of customers and non-customers (e.g. Christian and non-Christian students).Christian and non-Christian students).

Value innovation occurs when we align innovation with Value innovation occurs when we align innovation with our purpose on campus, the utility we offer to students, and our purpose on campus, the utility we offer to students, and our resources.our resources.EXAMPLE: By looking across the market boundary of EXAMPLE: By looking across the market boundary of theater, Cirque du Soleil offered new non-circus factors, theater, Cirque du Soleil offered new non-circus factors, such as a story line, intellectual richness, artistic music and such as a story line, intellectual richness, artistic music and dance, and multiple productions. These factors, entirely dance, and multiple productions. These factors, entirely new creations for the circus industry, are drawn from the new creations for the circus industry, are drawn from the alternative live entertainment industry of theater. The alternative live entertainment industry of theater. The result-they eliminated the competition of theater and the result-they eliminated the competition of theater and the circus by making them irrelevant. They created a Blue circus by making them irrelevant. They created a Blue Ocean.Ocean.They also reduced cost by canceling all animal acts, They also reduced cost by canceling all animal acts, eliminating “star” circus performers, and cutting out many eliminating “star” circus performers, and cutting out many of the other costly industry standards associated with the of the other costly industry standards associated with the circus. They raised the cost of the tickets, however, and circus. They raised the cost of the tickets, however, and charged the amount of a high-end theater show.charged the amount of a high-end theater show.

CostsCosts

Buyer Buyer ValueValue

Value Value Inno-Inno-vationvation

What are our What are our costs?costs?

Who are our Who are our buyers?buyers?

Where is value innovation for Where is value innovation for us and how can we break into us and how can we break into

a Blue Ocean condition for a Blue Ocean condition for campus ministry?campus ministry?

Red Ocean Strategy

Blue Ocean Strategy

Compete in existing Compete in existing market spacemarket space

Creates uncontested Creates uncontested market spacemarket space

““Beat the competition”Beat the competition” Makes the competition Makes the competition irrelevant: All Kingdom irrelevant: All Kingdom

partners succeedpartners succeed

Exploit existing demandExploit existing demand Creates and capture new Creates and capture new demanddemand

Make the value/cost Make the value/cost trade offtrade off

Breaks the value/cost Breaks the value/cost trade off (e.g. Starbucks)trade off (e.g. Starbucks)

Strategy Canvas For InterVarsity Strategy Canvas For InterVarsity ValuesValues

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A strategy canvas is a visual tool which maps A strategy canvas is a visual tool which maps the level of commitment/identification with the level of commitment/identification with certain “industry” standards which are certain “industry” standards which are believed to define success for that industry.believed to define success for that industry.

Example Strategy Canvas: Weekly Example Strategy Canvas: Weekly MeetingsMeetings

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InterVarsity Meetings

Other Campus Group Meetings


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Church Services


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Church Growth Services


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InterVarsity Meetings vs. Competitors

Most campus groups are Most campus groups are different from non-different from non-traditional “church traditional “church

growth services” but are growth services” but are different largely in the different largely in the

same way.same way.


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Do these marginal distinctives provide value innovation to the campus and reach “non-customers?”

Four Action Framework: Example Saturation Four Action Framework: Example Saturation EvangelismEvangelism

New New Value Value CurveCurve

ReduceReduceFactors we typically measure but can be reduced to Factors we typically measure but can be reduced to

create a Blue Ocean Strategycreate a Blue Ocean Strategy

RaiseRaiseFactors we typically measure but should be raised

to create a Blue Ocean Strategy

CreateCreateFactors we have never measured that should be

created to create a Blue Ocean Strategy

EliminateEliminateFactors we measure that should be eliminated to

create a Blue Ocean Strategy

1. Attractional elements that are consumerist in nature.

2. Gimmicky/self-focused messages

1. Attractional elements that are consumerist in nature.

2. Gimmicky/self-focused messages

1. The dependency on one monolithic outreach gathering.

2. The dependency on pricy artists/speakers.

1. The dependency on one monolithic outreach gathering.

2. The dependency on pricy artists/speakers.

1. Partnerships with non-Christian organizations.

2. Multiple team/multiple mode approach to tap into focused/niche student markets.

1. Partnerships with non-Christian organizations.

2. Multiple team/multiple mode approach to tap into focused/niche student markets.

1. Gospel-centric evangelistic preaching.

2. Commitment to Kingdom values and social action in an evangelistic context.

1. Gospel-centric evangelistic preaching.

2. Commitment to Kingdom values and social action in an evangelistic context.

A Decision to Reach More for ChristA Decision to Reach More for ChristReduceReduce

What can you reduce to focus What can you reduce to focus on reaching more for Christ?on reaching more for Christ?

RaiseRaiseWhat can you raise for the purpose What can you raise for the purpose

of reaching more for Christ?of reaching more for Christ?

CreateCreateWhat can you create for the What can you create for the purpose of reaching more for purpose of reaching more for

Christ?Christ?

EliminateEliminateWhat can you raise for the What can you raise for the

purpose of reaching more for purpose of reaching more for Christ?Christ?

Value Innovation:

1. Focus

2. Divergence

3. Compelling Tagline

Does our ministry Does our ministry have focus?have focus?

Have we differentiated Have we differentiated

ourselves from other ourselves from other ministry ministry offerings? offerings?

Do we have a Do we have a compelling compelling tagline and who does tagline and who does it appeal it appeal to? to?

We should be willing to do everything

short of sin to reach lost people for Christ!

We should be willing to do everything

short of sin to reach lost people for Christ!

FOCUS/DIVERGENCE/TAGLINEFOCUS/DIVERGENCE/TAGLINE

FocusFocus: When we lack focus, our ministry : When we lack focus, our ministry model will be complex and difficult to model will be complex and difficult to execute.execute.

DivergenceDivergence: When we lack divergence, : When we lack divergence, our ministry will be a “me-too” model, our ministry will be a “me-too” model, offering no reason to attract Christians or offering no reason to attract Christians or non-Christians.non-Christians.

Compelling TaglineCompelling Tagline: When we lack a : When we lack a compelling tagline, our ministry will be compelling tagline, our ministry will be internally driven or be driven by innovation internally driven or be driven by innovation for innovation’s sake with little or no for innovation’s sake with little or no market value or brand recognition. market value or brand recognition.

Four Principles of Developing a Blue Four Principles of Developing a Blue Ocean Strategy: #1Ocean Strategy: #1

Reconstruct Ministry Boundaries by:Reconstruct Ministry Boundaries by:

1.1.Looking Across Alternative Industries: Looking Across Alternative Industries: What can we learn and import from What can we learn and import from non-ministry and non-para-church non-ministry and non-para-church ministries to reconstruct what campus ministries to reconstruct what campus ministry looks like?ministry looks like?

2.2.Look Across Strategic Groups Within Look Across Strategic Groups Within Industries: What can we learn from Industries: What can we learn from those who are leading in a variety of those who are leading in a variety of industries? What can we learn not only industries? What can we learn not only from Willow Creek, Campus Crusade, from Willow Creek, Campus Crusade, and Joel Osteen but from Starbucks, and Joel Osteen but from Starbucks, Google, Wachovia, and Pulte?Google, Wachovia, and Pulte?


3.3.Look Across the Chain of Students: On too Look Across the Chain of Students: On too many campuses, church and para-church many campuses, church and para-church groups converge around a common definition of groups converge around a common definition of who our target is. who our target is.

Many times, it is either assumed who the Many times, it is either assumed who the target is or no thought is given at all making target is or no thought is given at all making the target everyone. the target everyone.

This keeps us from focusing our efforts and This keeps us from focusing our efforts and dilutes our ability to reach anyone.dilutes our ability to reach anyone.

4.4.Look Across Complementary Product/Service Look Across Complementary Product/Service Offerings: How does the classroom, the Offerings: How does the classroom, the fraternity, or the student center entertainment fraternity, or the student center entertainment offerings relate to what we are trying to offerings relate to what we are trying to achieve?achieve?


5.5.Look Across Functional and Emotional Appeal Look Across Functional and Emotional Appeal to Students: What functionality do we offer to to Students: What functionality do we offer to student life and what is our emotional brand student life and what is our emotional brand associated with the things that we do and our associated with the things that we do and our presence on campus?presence on campus?

6.6.Look Across Time: Don’t just respond to the Look Across Time: Don’t just respond to the differing needs of student groups on campus differing needs of student groups on campus but help to shape them over time. Redefine but help to shape them over time. Redefine what the role of faith on campus should look what the role of faith on campus should look like overall. Think about the range of like overall. Think about the range of needs/desires students have during their entire needs/desires students have during their entire college career.college career.

From Head to Head Competition to Blue Ocean From Head to Head Competition to Blue Ocean CreationCreation

Red OceanRed Ocean Blue Ocean Blue Ocean Other Other

MinistriesMinistries

Focuses on rivals Focuses on rivals within ministrywithin ministry

Looks across Looks across alternative industriesalternative industries

Strategic Strategic GroupsGroups

Focuses on Focuses on competitive position competitive position with strategic groupwith strategic group

Looks across strategic Looks across strategic groups within industrygroups within industry

Student Student GroupsGroups

Focuses on better Focuses on better serving the existing serving the existing

students being servedstudents being served

Redefines the target Redefines the target group of studentsgroup of students


Focus on the Big Picture, Not the Focus on the Big Picture, Not the Numbers:Numbers:

1.1.Drawing your strategy canvas for your Drawing your strategy canvas for your entire campus and individually for your entire campus and individually for your ministry offerings will help you visually ministry offerings will help you visually to see:to see:

a)a) The profile of all campus ministriesThe profile of all campus ministries

b)b)The profile of your ministry and how The profile of your ministry and how it compares to current offerings.it compares to current offerings.

c)c)Which factors to invest in and which Which factors to invest in and which ones to eliminate or reduceones to eliminate or reduce

Focus on the Big Picture, Not the Numbers:Focus on the Big Picture, Not the Numbers:

2.2.Developing and communicating your strategy Developing and communicating your strategy canvases with and to leaders will help others canvases with and to leaders will help others see the problem and the potential for solutions see the problem and the potential for solutions and a visual way.and a visual way.

3.3.Developing several potential strategy Developing several potential strategy canvases will allow others to participate canvases will allow others to participate communally and contribute ideas in a communally and contribute ideas in a structured and fun way.structured and fun way.

4.4.After all strategy canvases are complete, have After all strategy canvases are complete, have a canvas fair. Have each team or student also a canvas fair. Have each team or student also create a compelling tagline associated with create a compelling tagline associated with the canvas. The tagline should be a the canvas. The tagline should be a compelling functional and emotional reason compelling functional and emotional reason why students why students should want to join your group.should want to join your group.

Focus on the Big Picture, Not the Numbers:Focus on the Big Picture, Not the Numbers:

5.5.An accompanying “Four Action” grid should An accompanying “Four Action” grid should accompany all canvases spelling out clearly accompany all canvases spelling out clearly the costs associated with the strategy the costs associated with the strategy

ReduceReduceFactors we typically measure but Factors we typically measure but can be reduced to create a Blue can be reduced to create a Blue

Ocean StrategyOcean Strategy

RaiseRaiseFactors we typically measure but should be raised to create a Blue

Ocean Strategy

CreateCreateFactors we have never measured that should be created to create a

Blue Ocean Strategy

EliminateEliminateFactors we measure that should be eliminated to create a Blue

Ocean Strategy


Reach Beyond Existing Demand:Reach Beyond Existing Demand:

1.1.Don’t focus on existing students who Don’t focus on existing students who are in or are likely to join campus are in or are likely to join campus ministries. Untapped groups may ministries. Untapped groups may include certain ethnic groups on include certain ethnic groups on campus not being served, faculty/staff, campus not being served, faculty/staff, non-Churched but spiritual people, non-Churched but spiritual people, artists, unconventional lifestyle artists, unconventional lifestyle adoptees (e.g. gaming community)…adoptees (e.g. gaming community)…

2.2.Don’t focus on merely bringing greater Don’t focus on merely bringing greater service to existing students-look service to existing students-look outward!outward!

Second Tier


3.3.Understand the 3 Tiers of Non-Customers:Understand the 3 Tiers of Non-Customers:

a)a)First TierFirst Tier: Students who are in our groups but : Students who are in our groups but would jump ship if the opportunity came along.would jump ship if the opportunity came along.

These are Soon-to-Be Non-CustomersThese are Soon-to-Be Non-Customers

b)b)Second TierSecond Tier: Students who consciously : Students who consciously choose against involvement in our choose against involvement in our

campus ministry or campus ministry in campus ministry or campus ministry in general: general:

These are Refusing These are Refusing Non-Customers.Non-Customers.

Our Market

First Tier

Third Tier

Second Tier


3.3.Understand the 3 Tiers of Non-Customers:Understand the 3 Tiers of Non-Customers:

c)c)Third TierThird Tier: These are students who are in : These are students who are in demographics distant from campus ministry.demographics distant from campus ministry.They are usually not thought of consciously They are usually not thought of consciously

by our or other campus groups and/or by our or other campus groups and/or churches. These are churches. These are

Unexplored Non-CustomersUnexplored Non-CustomersOur Market

First Tier


4.4.Start with thinking about the Biggest Start with thinking about the Biggest Group of Un-reached StudentsGroup of Un-reached Students


Get the Strategic Sequence Right:Get the Strategic Sequence Right:

Value to Students

Is there exceptional student value to your

strategy?

Yes

No-Rethink

Price

Is your target audience able and willing to pay the price to “buy-in?”

Yes

No-Rethink

Cost

Can you execute your strategy with the

resources you have?

Yes

No-Rethink

Adoption

What are the hurdles to students and can you

overcome them?

Yes

No-Rethink

A Potential Blue Ocean Opportunity!

Blue Ocean Strategy: Value Innovation & Campus Ministry Growth.

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